CHAPTER 5: DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITY

1. CHAPTER 5: DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITY Lecture 8

2. Overview • How do marketing activities in general—and product, pricing, and distribution strategies in particular—build brand equity? • How can marketers integrate these activities to enhance brand awareness, improve the brand image, elicit positive brand responses, and increase brand resonance?

3. New Perspectives on Marketing • The strategy and tactics behind marketing programs have changed dramatically in recent years as firms have dealt with enormous shifts in their external marketing environments: • Digitalization and connectivity (through Internet, intranet, and mobile devices) • Disintermediation and reintermediation (via new middlemen of various sorts) • Customization and customerization (through tailored products and ingredients provided to customers to make products themselves) • Industry convergence (through the blurring of industry boundaries)

4. Implications for the Practice of Brand Management • They have a number of implications for the practice of brand management. Marketers are increasingly abandoning the mass-market strategies that built brand powerhouses in the 1950s, 1960s, and 1970s to implement new approaches. • Even marketers in staid, traditional industries are rethinking their practices and not doing business as usual.

5. Integrating Marketing Programs and Activities • Creative and original thinking is necessary to create fresh new marketing programs that break through the noise in the marketplace to connect with customers. • Marketers are increasingly trying a host of unconventional means of building brand equity.

6. Personalizing Marketing • All of these approaches are a means to create deeper, richer, and more favorable brand associations. • Relationship marketing has become a powerful brand-building force. • Can slip through consumer radar • May creatively create unique associations • May reinforce brand imagery and feelings • Nevertheless, there is still a need for the control and predictability of traditional marketing activities. • Models of brand equity can help to provide direction and focus to the marketing programs.

7. Personalizing Marketing Concepts • Experiential marketing • One-to-one marketing • Permission marketing

8. Reconciling the New Marketing Approaches • One-to-one, permission, and experiential marketing are all potentially effective means of getting consumers more actively involved with a brand.

9. Experiential Marketing • Focuses on customer experience • Focuses on the consumption situation • Views customers as rational and emotional elements • Uses electric methods and tools

10. One-to-One Marketing: Competitive Rationale • Consumers help to add value by providing information. • Firm adds value by generating rewarding experiences with consumers. • Creates switching costs for consumers • Reduces transaction costs for consumers • Maximizes utility for consumers

11. One-to-One Marketing:Consumer Differentiation • Treat different consumers differently • Different needs • Different values to firm • Current • Future (lifetime value) • Devote more marketing effort on most valuable consumers (and customers)

12. One-to-One Marketing: Five Key Steps • Identify consumers, individually and addressably • Differentiate them by value and needs • Interact with them more cost-efficiently and effectively • Customize some aspect of the firm’s behavior • Brand the relationship

13. Permission Marketing (Seth Godin) • “Encourages consumers to participate in a long-term interactive marketing campaign in which they are rewarded in some way for paying attention to increasingly relevant messages.” • Anticipated • Personal • Relevant • Permission marketing can be contrasted to interruption marketing.